Life as a working professional involves taking risks, enduring frustrations, and recuperating in the face of failure. However, not all people are born with a high level of emotional resilience, nor is everyone given the training and support to develop it later in life. As a manager, however, you can take individual and organization-wide steps to foster employee resilience. While some individual employees will always be more naturally resilient than others, with proper supports in place your entire team can be resistant to set backs, and motivated in the face of challenge and change.
High Reliability Organizations, also called HROs, manage to consistently deliver high performance over a long period of time in an extremely challenging environment. Learning the hard way is no option for HROs as they operate in areas where any mistake can have severe consequences. On top of this HROs manage to quickly adapt to changing circumstances and come up with innovative solutions to complex problems (Bierly et al. 2008). As managers from the private and public sector we were wondering what lessons we could learn from HROs. Starting from here, we had a look at research and theory behind HROs and derived five evidence-based practices you can implement in your organization.
One of the most important aspects of organizational life is that management and staff feel secure in taking risks. The concept of psychological safety is the belief that a team is safe to take interpersonal risks without negative consequences for their career (Kahn, 1990). Team members who feel accepted within their teams experience psychological safety. Recent research on psychological safety show that it is an important factor for workplace effectiveness (Edmondson & Lei, 2014).
You live and learn. This applies to everyday life and in particular to your own job. Intragroup trainings are increasingly demanded in times of dynamic change. In our society, performance and competitiveness are defined through knowledge to a high degree. Those who provide flexible and efficient opportunities to their employees will have a clear advantage. As a result, hundreds of millions of Euros are invested in training activities every year. However, only a small percentage of the training content is reaches the trainees despite this tremendous investment. Studies show again and again that merely 15-20 percent of the content of traditional training programs such as lectures, video training, and group work lead to sustainable changes. This means a wasted investment for the company and a waste of time for the trainee.
In the 21st century performance and competitiveness more than ever defined by “knowledge”. Being able to learn faster and more efficiently became a crucial factor for success for all of us. Organizations that provide an optimal learning framework for their employees in order to allow them to learn fast and efficiently will be at a clear advantage. Classical training measures are a readily established tool to meet the demands of our knowledge-based society. However, recent studies showed that only 15-20% of traditional training content actually leads to sustainable changes (Griffin, 2011).